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June 23, 2010
I. Past and Present: The Professional Tradition • 2 Parallel Traditions: (Both have led to different design processes
and solutions) o Popular o Professional
• Human Habitat human settlement cohesive Shaped by popular builders
• Professional Architects concerned themselves with specific buildings and monuments which represented a small but highly visible share of the built (???)
Monumental architecture History architecture (eg. Pyramids – Imhotep)
• The Popular Design Tradition o Folk Culture o The design and building activity are rooted in common
stratum of experience and knowledge generated by the local culture.
o The domain of craftsmen and artisans who were the designers, builders and users of their own settlement
o “Culture-‐bound” o There is little specialization o Design training was acquired through imitation supported
by memorization of practical rules o Development of traditions was handed down from
generation to generation created stable culture o Patterns are changed thru trial and error process o Programmatic specifications often remain implicit o There is no need for explicit programming.
• The Professional Design Tradition o Forms the core of officially recorded design theory o “High-‐Culture” design work is produced for a client or
an elite or a patron o Design activity results from individual initiatives of
professional architects who receives critical feedback o Components: Styles, fashion, fads, academics, schools,
boards o Most buildings are unique, oriented towards elite and
specific o High degree of specialization o Evolving Society
Mesopotamia – citadels, ziggurats Egypt – pyramids, pylons, mastaba, obelisks
o Design training is highly institutionalized, training is required
o Rules are codified in the form of texts o Uniqueness is a key element o Change is a key because the designer innovates o New solutions are fastly developed o Professional designers are agents of change
• Coexistence o 2 traditions are manifestations of the dichotomy between
high and folk architecture that co-‐exist in society o The break in the dichotomy occurred with the collapse of
the Pre-‐industrial society during the Industrial Revolution which led to the disappearance of the popular tradition and take over the professional tradition
o This brought about the collapse of the craftsman as a designer-‐builder
II. Development of Profession in the 20th Century • Architects worked as individuals • In the early part of the 20th century, middle classes emerged.
Architects became professionalized. Architects started to take salaried employments and joined government service.
• After WWII, architect entrepreneurs emerged. Business organization
July 7, 2010 (continuation)
Guilds artisans/master craftsmen Feudalism
societies Monarchy
academics Nation-‐states
institutions professional architects
(diplomas/degrees)
• The Causes for transformation included: o Economics
In boom times or increased economic activity, there is a tendency to deregulate the economy resulting in the division of labor manifestations in the rise in specialization
In times of decreased economic activity, economic integration occurs manifested in the rise of massive conglomeration, ie. Consortium
o Technology For the practice, adaptation of programs that
increase productivity and efficient delivery of service
For the industry, new products and new systems have made projects expansive and complain; new sciences and new management needs have been granted.
o Globalization: Practice deregulation GATS – general agreement of trades and sciences Increased competition Log(Lag?) in the access to technology particularly
base knowledge in architectural science • Issues of IPR (intellectual property rights) to
new technology • Reluctance for technology transfer by global
players Decline in professional competence due to less
access to new technologies Stronger economies vs. weaker ones.
III. Threats and Opportunities in the 20th Century • Leadership
o Separation of functions: landscape architecture, interior design, environmental planning are new separated professions with their own laws, project management is dominated by engineers, land development is controlled by real estate developers
o Solution: There must be a willingness to undertake the responsibilities in the entirety for the execution of all building work.
• Adequacy of training and education available to would be architects and practitioners
o There is a need to open educational and cooperative linkages with divergent fields.
• Development of management and marketing skills and strategies o Role of curriculum, continuing education and the
profession of education o Public view of architects
• Architecture and the building enterprise o Architecture and the law
Buildings are important for their growth and health of the country’s economy
Advancement of technology which requires increasing amount of quantity buildings
To provide the quantity of buildings to meet the need of society,
• Competition must be free
• There must be sufficient number of workers in all branches of the building field.
• It must keep pace with other goods by offering maximum value at a reasonable cost in structures worthy of our times
• Efficiency of the building design o Elements of the building field
Owner: Public and Private Sectors Design Professional: Architects, engineers,
technical personnel Constructions: Contractors, sub-‐contractors,
suppliers and manufacturers, fabricators and building trades people, skilled and unskilled labor
Other elements: Government agencies, finance agencies, testing and research agencies
o Private or Public: Private law – laws dealing with the private relation
of persons Public law
o The law grants architects the same latitude as other professionals the freedom to exercise their judgment and skill reasonably and prudently, comfortably aware that as long as they act reasonably and prudently, the law will support their endeavors.
o The standard reasonable case Architect is required to do what a reasonably
prudent architect would do in the same community and in the same time frame
Architects are not required to guarantee that a building will function perfectly or that bids will be within the specified budget.
o Expectations of Project Participants Many clients do not realize that architects provide
professional services and not a product Architects need to remind their client that
architecture can’t be pretested and will not be mass-‐produced and no amount of care, effort and conscientiousness on the architect’s part can foresee every aspect of transforming a design on paper into reality.
o Measuring the standard of care Architects are rarely used They also take into important consideration rules
and regulations controlling design and practice. o Professional Liability
Negligence
• A professional who fails to meet the standard of reasonable care may be held negligent in the performance of professional duties if inquiry or damage results
• The law requires proof of the elements: o Duty – there must be legal obligation
evident o Breach – facts to perform the duty o Cause – breach of duty is the
proximate cause of harm o Damage – there must be actual
harm or damage as a result of breach.
• Negligence actions can arise from either o Acts of commission: The architects
errors o Acts of omission: things that should
have been done and were not Statutes of Limitations
• Statute of repose: injury must occur within a statutory period
• Statute of limitations: statutory period begins when injury occurs or defect is discovered.
Agency relationships – define legal responsibility • Owner architect relationship • Architect employee relationship • Architect consultant relationship • Joint venture
Recurring Counsel • Architects have to decide for themselves
when and how often to seek legal counsel • Question your lawyer.
Professional Preparation and Choices
Professions and Society
Professionals and Public Life
• Key general abilities o Concern for contemporary cultural issues and problems
such as Quality of life State of the environment Housing for those in difficult circumstances
o Ability to define and address complex problems
o Capacity to work with information and ideas that are specific
o Skill in the representation and communication of concepts • Paths and Settings
o Private Architectural Firm First job, usually private firm Building careers within existing firms Start a new firm Discover other practice setting
o Corporations and limitations (individual act) o Public agencies o Contractors and developers o Education and research o Related pursuits
Computer modeling, visual representation, software development
Community planning and urban design Banking and lending institutions as risk insurers,
appraisers Building materials and product manufacturers and
distribution Forensic architecture and as expect witness
• The architect and public life o Architecture can participate by:
Pro-‐bono services for the public good Contributing technical expertise to the formulation
of public policy and legislative proposals Seeking to make the profession’s views and
positions known on issues that affect the profession via advocacy
Being appointed and elected as public officials o Benefit derived from participation in public life:
Opportunity to improve the built environment and the lives of the people
Opportunities for gaining exposure, making contacts, and gaining knowledge.
• Characteristics of a Profession o Lengthy and arduous education is the most frequently
cited characteristic of a profession o Professional education is also seen as a “rite of passage”
where future practitioners are introduced to the knowledge, values and skills of their profession
o Expertise and judgment – ideas and services rather than goods and products
o Registration – serves as a means of protecting the public health, safety and welfare.
o Relative anatomy
o Other traits High incomes and high prestige in their
communities Belonging to a national professional organization
• Professional Ethics o Professional attitude can not be written into a contract or
legislated. o 2 crucial elements in the concept of the professional:
They have to be competent and proficient in their work (due to training and rigorous study)
They have to be guided strongly by the spirit of service.
*Must love his work o Qualities of a genuine professional
Service oriented – indicated by spirit of service Skillful
• Practice • Must be able to carry out the task with
mastery • The work must be expertly done
Posses Integrity • Practice of genuine and universal moral
values • The architect must do his work without
comprising his moral principles. Exhibit diligence
• The professional is devoted to his work • All his clients is a number one client • Diligence is derived from the latin work
“diligere” meaning to love • Optimum, good humor, courtesy and
human warmth. • Source of productivity is a person’s work values • Professional and Productivity
o Hard work o Hardness to goodness work
• Values of work o Man applies both his spiritual and physical skills and
abilities o The software side of productivity is composed of
Work values Moral values
o Work values include Industriousness – consistent diligence and hard
work vs. laziness and mediocrity Order and good use of time – more work is done
Spirit of initiative – respond promptly and resourcefully requires mental agility.
Moral integrity • Straight in thoughts and intentions • Mobility • Truthfulness in words • Excellence in deeds • Uncovering commitment to do good.
Self-‐empowerment requires intellect and free will. o Steps in formation of Values
Knowing oneself – self examination Making resolutions:
• S – specific • M – measurable • A – attainable • R – relevant • T – time bound
Carrying out these resolutions • Act now.
• Values and ethics and the practice of architecture o Why is there a need to dwell on this?
Provide service Alert students to the moral and ethical obligations To make students aware that we enter a profession
having moral and ethical standards Social impact Guard on reputation for integrity
o Professional Code of Ethics Established codified standards
o The Architect’s National Code (UAP) Approved by the united architects of the
Philippines July 21, 1979 Adapted by the PRC on September 24, 1979 2 Divisions
• UAP Document 200: Code of Ethical Conduct
• UAP Document 201-‐208: Standards of Professional Practice
o UAP Document 200 The virtues of an architect Architect’s code of ethics Code of ethical conduct Architect’s responsibilities to the
• People • His client • The contractor • Manufacturers, dealers and agents
• Colleagues and subordinates o Virtues of an architect (according to Marcus Vitruvius
Pollio_ High minded Not arrogant but faithful Easy to deal with Without avarice Not occupied with receiving gifts Preserve his name with dignity
• The Client Support Circle o Linear Basic Services View
Pre-‐design Design
• Schematics • Design Development • Working drawings
Construction • Bidding • Contract administration
Post Occupancy
• 2 qualities of the design process o It works with information and ideas simultaneously on
many levels o Design is a reciprocal action and reflection activity
Design stimuli Organizing principles Areas of emphasis Aesthetic vocabularies
• Design is undertaken within a contractual framework
Management
Planning
Development
Implementation
o Outlines design tasks and requiements o Identifies specific responsibilities for design o Establishes a schedule including start up and completion
dates o Defines the design phrases with interim o Milestone dates and owner’s approval to proceed.
Prepared by the Architect:
-‐ Tender bid -‐ Tender documents – complete set of documents
Five Project Phase
• Schematic design o Alternative design solutions, most important o Clearly defined, feasible concept
• Design development o Detailed architecture; initial engineering contacts o Establish obligations between owner
• Construction documentation o Written and graphic documents
• Bidding and negotiation • Construction Contract Administration
A. Schematic Phase • Site plan • Plans for each level • All elevations • Key sections • An outline specifications – materials and finishes, and engineering
systems • Statistical summary of the design area and other characteristics in
comparison with the program • Cost estimates based on current area volume or other unit cost • Other illustrative materials such as:
o Renderings o Models o Computer Simulations o Additional Drawings
B. ? C. Design Documentation
• Construction Documents o Drawings o Specifications – should be perfected, document o Contract forms and conditions o Bidding requirements o Government projects – ra 9184
o 3 Basic types of information Legal and contractual information Procedural and administrative information Architectural and construction information
o Construction related Services Interpret the documents Track the progress of the work Actiler(???) between owner and contractor
D. Bidding Negotiations • Obtaining reasonable prices • Stages
o Preparatory Steps o Pre-‐qualifications of bidders o Bidding documents o Receiving the bids o Awarding the contract
• Preparatory Steps o Contract Structure
Separate contracts for design and construction Number of construction contracts Period of award – immediacy of the project RA 9184 – specifies the number of days the award
can be given o Award System
Direct – negotiated selection, reputation and performance
o Competitive Bidding Seeks to find lowest reasonable price for the work
consistent with marketplace conditions Avoid “Sunk Cost” Types:
• Open • Restricted
Post evaluation is made based from RA 9184 o Contractor Compensation
Stipulated Sum Cost and fined fee; increase in cost of materials Guaranteed maximum Incentive compensation List of major construction projects complete with
on-‐going • Name of project • Owner • Architect • Contract Amount • c/o Completion/Scheduled Completion
Sweety(?!?!) bond company including: name, address and bonding capacity
• Bid bond • Performance bond
Audited financial statement, contractor’s latest balance sheet and income statement
o Bidding documents Drawings Specifications
o Invitation to bid o Instruction to bidders o Receiving the bids
Bid opening Bid results Evaluation of bids Negotiations Rejection of bids Notification of builders
o Awarding of Contract
Owner’s Responsibilities
• Select contractor and award the contract • Provide variety of information to the contractor • CARIS: Construction All Risk Insurance • Issues administrative and legal notices • Purchase and maintain insurance • Repost any defects and deficiencies noted in work • Compensate the contractor • Make decisions and recommendations
Contractor’s Responsibilities
• Study and follow the contract document provisions and cooperate with the architect
• Select construction methods and techniques and safety procedures on time and with budget
• Fulfill contractual responsibilities for permits, brands, certificates and other written notices, authorization, approvals, submittals
Project Administration
• Pre-‐construction Conference o Architect prepares the agendas, reviews it ith the owner,
takes notes in meetings o Attendance include the owner, architect, contractor,
consultants, major subcontractors o Clarify responsibilities
• Pre Construction Conference Agenda
o Chain of command o Project meetings o Communications Channes o Explain duties of O-‐C-‐A o Review of the general conditions o Financing o Schedule of submittals o Progress payments o List of subcontractors o Utilities o Security o Safety o Pilferage
• Field Administration o Visits the site
• Site Observation o Accomplished at intervals appropriate to the stage of
construction or as agreed in uniting o Conducted deliberately and thoroughly o Architect is not responsible for
Exhaustive or continuous site visits Clerk of works Contractor’s failure of work
o Taking section in the field When the architect sees that the work did not
match the contract documents Owner has the right to accept non-‐conforming
work Architect has the right to request additional
inspection o Stopping work
Owner has the right to stop the work o Project Safety
Initiation, maintenance and supervision of all safety precautions and programs in connection with the work are solely the responsibility of the contractor.
o Progress of Work Project schedule Contractor application for payment Changes in the work
• Corrections in the contract documents • Unanticipated conditions encountered in
the field • Changes in program requirements.
• Project Close Out o Architect administers the close out process for the owner
unless there is a construction manager.
Substantial Completion Final Completion Final Payment of Contractor
UAP Doc 201. Pre-‐design services
UAP Doc 202. Regular design services
UAP Doc 208. Specialized Allied Services
• Interior design • Acoustics, communication • Electronic engineering • Landscape design • Physical planning • Comprehensive planning
Schedule of fees: Regular Services of the Architect
Group 1 Industrial 6% PCC
Group 2 Office and Special Purpose 7% PCC
Group 3 Highly Specialized Buildings 8% PCC
Group 4 Residential Buildings 10% PCC
Group 5 Monumental Buildings 12% PCC
Group 6 Repetitive Construction Min fee ++
Group 7 Housing Projects Min fee ++
Group 8 Detailed Designing Projects 15% PCC
Renovationos 1.5 x min fee
Alternative Compensation Methods
• Percentage Construction Cost o Ties compensation with the total construction cost not the
scope of work of cost of professional services provided o Stipulated Sum (Lump sum)
Fined amount is negotiated with the client o Cost + Fined fee
Compensation based on actual time and experience incurred in providing services as well as provision for a reasonable profit
Variations of cost + fixed fee • DSE – multiple direct salary expense • DPE – multiple direct personnel expense
• Hourly or daily billing rates Unit cost building
• Basist is cost per building Creation of profitable contract terms
• Solid contract • Scope should control the price • Breakdown price into sections
Ways of developing price • Cost factors + profit • Market price – price at which similar
projects are done • Value pricing – what the project is worth to
the client
